A Model of Knowledge-Sharing Motivation: An Annotated Bibliography

This annotated bibliography explores motivation theory as a useful model that can be used to predict behaviors such as voluntary behavior, helping and prosocial behavior and organizational behaviors and their relationship with the knowledge sharing behavior using the self-determination theory. The article also explores self-determination theory which elaborates on autonomous motivation and controlled motivation from the multidimensional framework.

Running head: ANNOTATED BIBLIOGRAPHY 1
Annotated Bibliography
Student`s Name
Institutional Affiliation

Running head: ANNOTATED BIBLIOGRAPHY 2
Annotated Bibliography
Business Research Method
Article Information
Title
A Model of Knowledge-Sharing Motivation
Authors
Marylène Gagné
Source
Human Resource Management: Published in Cooperation with the School of Business Administration, The
University of Michigan and in alliance with the Society of Human Resources Management, 48(4), 571-589.
Analysis Information
Purpose
Explore motivation theory as a useful model that can be used to predict behaviors such as voluntary
behavior, helping and prosocial behavior and organizational behaviors and their relationship with the
knowledge sharing behavior using the self-determination theory. The article also explores self-determination
theory which elaborates on autonomous motivation and controlled motivation from the multidimensional
framework. The source shows that autonomous motivation leads to improving reputation, positive feelings
and more positive behavioral outcomes than controlled motivation.
Audience
The author`s audience is the human resource managers who want to find out factors that influence
attitudes, satisfaction and sharing behavior.
Subject
Combines the theory of planned behavior (TPB) and self-determination theory (SDT) to explore the
knowledge sharing behavior.

Running head: ANNOTATED BIBLIOGRAPHY 3
Sources
Donate, M. J., & Guadamillas, F. (2011). Organizational factors to support knowledge management and
innovation. Journal of knowledge management, 15(6), 890-914.
Foss, N. J., Minbaeva, D. B., Pedersen, T., & Reinholt, M. (2009). Encouraging knowledge sharing among
employees: How job design matters. Human resource management, 48(6), 871-893.
Lin, H. F. (2007). Effects of extrinsic and intrinsic motivation on employee knowledge sharing
intentions. Journal of information science, 33(2), 135-149.
Wang, S., & Noe, R. A. (2010). Knowledge sharing: A review and directions for future research. Human
resource management review, 20(2), 115-131.
Gagné, M. (2009). A model of knowledge‐sharing motivation. Human Resource Management: Published in
Cooperation with the School of Business Administration, The University of Michigan and in alliance
with the Society of Human Resources Management, 48(4), 571-589.
Ipe, M. (2003). Knowledge sharing in organizations: A conceptual framework. Human resource
development review, 2(4), 337-35
Primary details
Thesis
Knowledge sharing is a concept of mutually and continually exchanging knowledge and creating new
knowledge. It incorporates individuals working together towards a common goal. Use of a motivation theory
is, therefore, a useful model that can be used to predict behaviors such as voluntary behavior, helping and
prosocial behavior and organizational citizen behaviors and their relationship with the knowledge sharing
behavior using the self-determination theory. The five main suggestion practices for Human resource
managers includes staffing, structure or job design and performance. Other suggestion practices include a
comprehensive system, managerial styles, and training.
Evidence
When people feel autonomous and competent, they would increase their knowledge sharing even more.
According to Gangne (2009), feeling autonomous at one`s job increased job involvement and performance
and increases motivation to reach goal attainment (201). The expectation to increase work performance are

Running head: ANNOTATED BIBLIOGRAPHY 4
positively related to sharing attitudes, behavior, and intentions. Further, research by Ipe explains that culture
encourages teamwork and autonomy encourages knowledge sharing among employees while control
oriented discourages knowledge sharing (2003). The author has managed to show why autonomous
motivation is related and a useful tool to use to explain social exchange min and why it is essential to
behavior like knowledge sharing.
Limits
One of the limitations is that most research related to knowledge sharing uses qualitative or case study
and others use anecdotal evidence. The model presented by Gagne (2009) is, however, most likely to lead to
further research that more categorically presents engagement in knowledge sharing behavior and likely to
yield more successful interventions that aim at increasing knowledge sharing behavior in organizations.
Future models need to be developed using quantitate research methods in order to treat the existing models
of knowledge sharing models. These models can be measured using the organizational survey to test the
hypothesis, developing scales to assess subjective norms, control beliefs, and attitudes. A parameter for
measuring motivation could also be developed on SDT and measure the knowledge sharing behavior using
self-reports of sharing the frequency. Other quantitative methods include network analysis and knowledge,
applying the technique.
Points of view
The model presented by Gagne (2009) will most likely to lead to further research that more categorically
presents engagement in knowledge sharing behavior and likely to yield more successful interventions that
aim at increasing knowledge sharing behavior in organizations.
Presentation and Argumentation
Concepts
The expectation to increase work performance are positively related to sharing attitudes, behavior, and
intention. Culture also encourages teamwork and autonomy encourages knowledge sharing among
employees while control oriented discourages knowledge sharing. Another concept is that autonomous
motivation is related and is a useful tool to use to explain social exchange theory and why it is essential to
knowledge sharing.

Running head: ANNOTATED BIBLIOGRAPHY 5
Use of Evidence
The research explores self-determination theory which elaborates on autonomous motivation and
controlled motivation from the multidimensional framework. Autonomous motivation is derived from
pursuing an activity out of interest because it is enjoyable while controlled motivation is derived from
pursuing an activity due to the pressure that comes from outside forces such as threats of punishment and
promises among others (Lin, 2007). The source shows that autonomous motivation leads to improving
reputation, positive feelings and more positive behavioral outcomes than controlled motivation.
Conclusions
Knowledge sharing in organizations helps the company to gain a competitive in the market. However, the
process of successfully implementing the knowledge management system heavily depends on the
employee's behavior. This article is useful as it presents a model of knowledge sharing motivation which
incorporates two main theories, namely the theory of planned behavior (TPB) and self-determination theory
(SDT). Other researches have presented the knowledge sharing motivation in terms of the level. Self-
determination theory, however, presents the aspect of motivation not only as for how it varies but also in
terms of quality
Implications:
Research Implications
The research manages to develop a sharing motivation model that combines both TPB and SDT. Self-
determination theory is a useful tool used to measure the quality of the motivation, a component that can be
used to change the knowledge sharing behavior. Self-determination theory as presented by the author has
incorporated various types of motivations which can be used to predict the quality of motivation and it`s
application in the knowledge sharing process (Gagne, 2009). The author has also used the SDT to develop
HRM practices that promote autonomous motivation which encourages knowledge sharing behavior. The
five model predicted applicable to the HRm practices include job structures, management styles, staffing,
training of employees and appraisal of performance.

Running head: ANNOTATED BIBLIOGRAPHY 6
Practical Implications
The five practices that HRm can adopt has several practical implications. During the staffing processes,
the organizations should select members whose qualities and values are aligned to those of the organization
with respect to knowledge sharing. Selected individuals should have a positive attitude about knowledge
sharing. On the other hand, job structure and design should be in a position to create opportunities and
motivate knowledge sharing. An organization can foster knowledge exchange practice by integrating
information processing in the system, proper problems solving approach and encourage specialization.
Performance appraisal should aim at the development of employee`s skills rather than just evaluating
performance. An effective compensation system could be designed by organizations to increase motivations
and enhance knowledge sharing. Fulfilling the psychological needs of the employees can encourage them to
share knowledge, have a positive attitude towards work and increase in their productivity. Training
employees are also crucial as it has a positive impact on knowledge sharing.
Evaluation
Personal Reaction
People tend to work harder, get more involved and improve their motivation to reach their goal
influenced mainly by autonomous motivation. The expectation to increase work performance are positively
related to sharing attitudes, behavior, and intentions and fosters knowledge sharing in organizations. I
therefore agree will the author`s idea that autonomous motivation is a useful idea that managers and
organizations could use to increase motivation and encourage knowledge sharing.
The strength of the case
The author proposes a model of knowledge sharing motivation by sing both TPB and SDT for the
purpose of predicting the will yo share knowledge and the actual sharing behavior in the organization. The
same model has a close relationship with the model constructed by Donate and Guadamillas(2011),
commonly referred to as the interest alignment model. However, differences between the two model lie in
the concept of motivation which is now multidimensional and has incorporated psychological factors that
influence the quality of motivation. The author presents a model which extensively explains how Human

Running head: ANNOTATED BIBLIOGRAPHY 7
resource practices influences people`s engagement in the knowledge sharing process and provide concrete
advice to practitioners and organizational leader
Evaluation
The nature of the knowledge influences the people`s willingness to share and the quality of motivation
associated with it. The value that knowledge has, is measured in terms whether it can cause status, power,
and rewards. The idea of reciprocity holds that people should be able to see if the knowledge sharing is
worthwhile and important for reaching the collective goal in order to be willing to share the knowledge.
Quality
The quality of the paper is good and provide a good scholarly source of information on a model for
knowledge sharing motivation. The author has managed to create a model that combines the theory of
planned behavior (TPB) and self-determination theory (SDT) to identify ways to foster knowledge sharing
in an organization. TBP, therefore, comes out as a useful model for the organization in order to understand
what drives employee`s ability to share knowledge and how motivation comes into play.
Other
According to the Theory of Planned Behavior, people are motivated to share a content based on the
attitude towards the behavior, social; norm in regard to behavior and believe that one has towards control
over behavior (Gagne, 2009). TBP is, therefore, a useful model for the organization in order to understand
what drives employee`s ability to share knowledge and how motivation comes into play.